I’m still doing a lot reading and asking questions, meeting with team members and working out who does what. But I have started to take some action and actually do some deliverables.
First board meeting of my tenure, with the focus to take them through the 2025 Strategic plan. Which is basically the top level objectives for the SLT. I’d not been part of the effort to create these, but I have to deliver them; this was my first opportunity to meet the board and see how they work together. The plan had gone through a series of reviews with the Governance Committee.
A lot of the work goes through the committees, at least to oversee and advise, before being presented to the complete board. For me, that’s the equivalent of project steering and working groups, so not a completely new way of working, but I will have to learn the rules and how to interact with the group.
This week had a lot of focus on Safeguarding, with one case in particular being reviewed. I also had a cross-sport review with a company that is running a programme of support for safeguarding cases. One of the objectives is to evolve how we manage cases across the groups and how we report cases, so I started to pull together the plans for this.
The final act of the week was adding an additional department into my team – taking line management of Comms/marketing. This was previously in the Ops department so not that big a change.
